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Researchers still debate the relevance of using cultural frameworks and socio‐economic differences between countries versus focussing on institutional differences when analysing issues affecting the transfer of Human Resource policies between countries. This paper first compares four countries from Europe and Asia on a macroeconomic level as well as on cultural dimensions. It then investigates perceived cultural differences between managers on the transfer of human resource policies by contrasting the perceptions of German headquarters managers with those of their subsidiary managers in Singapore, Thailand and Indonesia. This exploratory study uses qualitative methodology to analyse twenty four in‐depth interviews with Human Resource directors and line managers in German electrical, mechanical and chemical companies. The study confirms the importance of perceived cultural differences between managers at headquarters and in the subsidiaries and highlights the presence of misperceptions based on overgeneralisations emanating from the German headquarters as well as local subsidiaries. Convergence is confirmed on a HR policy level with crossvergence taking place on a process level via regional platforms. The growing role of the subsidiary HR director as a cultural translator and regional team player is found to be a key element in the transfer process.

Skill shortages worldwide have intensified the need for talent management. Few papers examine the pattern of human resource (HR) and talent management practices that help retain competent employees among service multinational companies (MNCs) in Asia. The purpose of this paper is to map out a number of HR practices used by service companies and to examine the effect of talent retention as perceived by MNC managers on service delivery capacity and business growth.

A survey data of 281 service MNCs in six Asian countries (namely Indonesia, Malaysia, Philippines, Singapore, Taiwan, and Thailand) are used to compare country and sectoral differences. Standard multiple regression analysis is conducted to test the link between HR practices, employee retention, and service firm performance.

The results confirm that there are statistically significant linkages between HR practices, talent retention and firm performance. In particular, various skill training and development programs are seen to be significantly associated with capacity to deliver quality service and on firm growth as perceived by managers surveyed. Informal recruitment methods that are used more by Asian‐bred firms have contributed to better retention rates. Not all formalised HR practices lead to talent retention; and the degree to which HR is perceived to have impacted on firm performance varies.

The paper focuses on examining the perceptual impacts of human resource management (HRM) practices on firm performance, rather than actual HRM impacts. The interpretation of results should be taken with caution.

Talent management is influenced by country specific variables. This paper shows how important it is for service firms to focus on strategic selection of both formal and informal HR practices in order to deliver high quality service and to drive service firm growth.

The aim of this paper is to discuss the findings of a research program that set out to define HR's role as a catalyst for the consistently high growth performance of companies in the Asia‐Pacific region and, in doing so, to share valuable lessons with the West.

Next Generation HR in Asia is the second phase of a major research program initiated by the Chartered Institute of Personnel and Development and Bridge. The aim is to identify aspects of leading edge HR practice that give a glimpse of “next practice” that will shape HR's future. Phase one of the project involved interviews with some of the most innovative HR practitioners in Europe, while phase two draws on interviews with leaders in 27 companies operating across the Asia Pacific region.

Dealing with the demands of the high growth and highly diverse market in Asia‐Pacific, and the associated extreme competition for talent, is resulting in innovative and flexible approaches to HR. Four next practices for HR emerged from the research. They are innovative solutions based on deep insight, developing loyalty and retention, leveraging the challenges of culture clashes, and being well positioned when the growth curve flattens.

While context is key and it is necessary to be aware of a one size fits all approach, the West can draw inspiration from the way in which entrepreneurial Asian leaders are putting themselves at the forefront of efforts to deliver superior organizational performance.

The paper provides useful information on leading edge HR practices, which are a catalyst for consistently high growth performance of companies in the Asia‐Pacific region.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

Notwithstanding the rising magnitude of system factors in patient safety improvement, “human factors” such as idiosyncratic deals (i-deals) which also contribute to the adjustment of system deficiencies should not be neglected. The purpose of this paper is to investigate the role of value-based HR practices in catalyzing i-deals, which then influence clinical error control. The research further examines the moderating role of corporate social responsibility (CSR) on the effect of value-based HR practices on i-deals.

The data were collected from middle-level clinicians from hospitals in the Vietnam context.

The research results confirmed the effect chain from value-based HR practices through i-deals to clinical error control with CSR as a moderator.

The HRM literature is expanded through enlisting i-deals and clinical error control as the outcomes of HR practices.

The traditional Confucian management system is considered distinctly different from Western-based management. This study draws data from indigenous Taiwanese firms listed on its public stock market and examines the associations among various human resource (HR) systems and organizational performance. First, factor analysis is used to explore a wide range of HR practices. Then, cluster analysis is used to classify indigenous Taiwanese firms with regard to their HR practices. Indigenous Taiwanese firms were found to use various HR systems, ranging from traditional Confucian HR to high-involvement HR practices. Companies that used high-involvement HR systems were found to perform better than those using a traditional Confucian HR system.

This paper seeks to present and discuss the findings of a study of staffing practices in the Sri Lankan private sector with particular reference to junior level managerial jobs. The scope of staffing practices consisted of six major areas, namely the usage of information from job analysis in staffing, the sources of labour, selection criteria and selection methods in use, the validation of staffing practices and the involvement of HR managers and line managers in staffing.

Sixty‐two companies were selected based on a stratified random sample method from two major types of companies – those listed on the stock exchange and those not listed. A self‐administered questionnaire was chosen as the main mode for data collection. For the study, a combination of quantitative and qualitative inquiries was adopted.

Sri Lankan companies placed higher weighting on the external labour market in recruitment and the use of objective criteria in selection. The common ground for the companies is the heavy role that interviews, written examinations, psychometric tests and assessment centres play as selection methods.

The credibility of management concepts is partly determined by their diffusion across the world. Also, such credibility will be enhanced if the concepts are viewed to be applicable in different country contexts. However, staffing practices remain dubious due to the lack of empirical studies in the context of Asian developing countries. Specifically, no such studies have been conducted in the context of Sri Lanka.

current study intends to examine key human resources practices (human capital, training and rewards) that influence employee commitment and service recovery performance (SRP) of Takaful industry agents in Southeast Asian region. The Takaful industry is facing stiff competition with conventional insurance industry in Malaysia and Indonesia as the Southeast Asian region has a large Muslim population. SRP is crucial in insurance industry specifically in the Islamic Insurance (Takaful) industry and plays a vital and key role in sustainable competitive advantage for value addition for firms in future to acquire market.

The data was collected from 350 front line agents of the Takaful industry operating in Malaysia and Indonesia on convenience sampling technique. Data was analyzed by using PLS-SEM to examine the relationship between constructs.

The results show that human capital, training and reward significantly influence commitment of employee which further influenced SRP to be improved. Mediation effect was also found to be influential and statistically positive and significant by employee commitment between key HR practices (human capital, training, rewards) and SRP.

current study contributed to the body of knowledge in explaining relationship of human capital to employee commitment and SRP, further, inconclusive findings between training and rewards was also explained in the Takaful industry of the Southeast Asian region.

The purpose of this paper is to analyse the isomorphism phenomenon in the Indonesian HR field. It also attempts to identify characteristics of a highly isomorphic field which tend to be overlooked in institutional analysis.

The research was conducted within a qualitative, interpretive paradigm. Both primary and secondary data sources were utilized in this study. Primary data were obtained from more than 56 interviews, including informal talks and observations. Two types of interviews were conducted, i.e., face to face, narrative, open-ended interviews with HR professionals, consultants and academics and e-mail interviews with several of the HR professionals who were involved in several HR mailing lists in Indonesia.

HR field in Indonesia shows how institutional influences work, characterized by the diffusion and adoption of human resource practices among foreign multinational and large local companies in Indonesia. HR actors within organizations interact with multiple, and often competing, ideas within complex and overlapping multi-institutional settings and take decisions explained by the characteristics of Indonesian HRM as an isomorphic field.

Further research is needed to be conducted in similar isomorphic fields to identify the characteristics and whether or not they confirm the results of this research. Further research into the HR field in Indonesia is also suggested to uncover deep-seated institutional logics and mechanisms that can facilitate or constrain future changes in the field. As a transitional field usually contains different, sometimes conflicting, institutional pressures in influencing the direction of change, a better knowledge of how the conflicting forces work is needed to provide understanding about how to steer a well-informed institutional change.

Involvement in the networks of diffusion of ideas can benefit the HR professionals of participating firms. The study suggests an active but critical participation in the networks of HR ideas diffusion to obtain greater benefits. The study has shown the existence of different channels of HR knowledge transfer. HR actors therefore need to decide which channels might be more effective in the knowledge transfer. Because the different sources of ideas may provide conflicting ideas, HR actors may need to be mindful in their participation in the different networks to take advantage of them, rather than being confused by the conflicting forces.

This research contributes empirically to studies of isomorphism of HRM practices by providing evidence that connects the micro-organizational and the broader organizational field levels. A significant methodological contribution of this research is the use of observations and the participation in professionally oriented electronic mail-list groups as a method of investigating knowledge diffusion within a field.